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Speaker A Couple of days, quick days. What now is top of mind for you? There's another one of those open questions that I just heard myself asking. What are the key issues that choose the key questions learned for you? Has this been done before somebody else? Ben. Wasn't it in Australia? Ben, you're far too young to know that in Australia. It was started in 1979 with CRA, a company of 22,000 people. And the then CEO, Sir Roderick Carnegie decided that this was so good that he was going to keep it secret. He needs to bother because it's so good that people don't get it quite often. But over the years that CRA implemented this, and starting in 1980, with the real implementation of what we used to call organ OD, or organization development, we were OD. There wasn't a requisite organization. If anything, the theory was described as Stratified systems theory, and there wasn't much hanging around it. And a lot of that was developed in CRA, who spent an awful lot of money on a central facility to take the theory and turn it into a bit more practice. And even then it was a bit dense. However, the results are a lot of the results that you can see, you can read in Systems Leadership by Carl Stewart and Ian McDonald. And those results, the business results, are both on the public record because a lot of them were presented to the industrial courts as part of industrial relations negotiations and sometimes disputes. So they're on the industrial record. And in addition, a lot of those results were totally unexpected. One of the results, for example, in aluminium smelting was around what's called current pot, current efficiency. Now, a pot is a huge bath of bauxite which is being smelted into aluminium with huge electrical charges coming to electrodes. And the efficiency is about current efficiency.